• Reading From A Script. There is nothing more boring to a prospective customer than to pick up the phone and hear the caller (after usually miss-pronouncing their name) to launch into a written script. This screams of a complete lack of professionalism, as well as making the customer feel like just another name on the list, rather than as someone special.
• “You have been selected”. This dreaded cliché sounds as phoney as it is. Think about it. Why in the world would the customer be selected by a company that has probably never done business with them before? Is it the customer’s lucky day? They usually don’t think so.
• Lack of Passion. This is related to script reading. Many callers sound like they are human zombies, just going through the motions. If there is anything to cause the customer to hang up, this is it, and this leads us to the next mistake.
• Failing to connect emotionally with the customer. If the caller sounds bored and mechanical, the listener will pick it up. After all, if the caller is not excited about the offering, why in the world should the potential customer be?
• Giving opportunity to say “no”. Anytime the caller asks the prospective customer a question, there should never be the opportunity for the customer to say “no”. For example, instead of: “Would you like to have one of our sales reps come out next week?”, the correct question should be: “Our reps will be in your area on Tuesday and Thursday. Which day is more convenient for you?”. This gives the customer a choice, and produces far superior results.
• Not targeting the calling prospects. Working off a random list should be avoided if at all possible. If the target list can be narrowed to customers who have bought similar products/services in the past, the calling campaign will be more successful.
• Not doing it. This speaks for itself. To succeed, the callers must make the calls. It is really that simple.

Avoiding these mistakes will make cold calling a profitable activity for your business.

Cold Calling Mistakes: Top Tips To Avoid is a post from: The Science and Art of Selling by Alen Mayer

Not all objections should be received as a negative blow to your sales presentation. In fact, with the exception of two very specific objections, most others can be dealt with effectively and are actually a positive sign that your client is showing some interest. In other words, if the product or service that you are offering holds no appeal to the client, they will not object and will have no desire to continue the conversation with you.

Broadly speaking, the following objections may be viewed as an honest indication that your client will not be persuaded into making a purchase:

1. Firstly, if the client does not have the means to pay for the product and there is no prospect of affordability, this financial objection can essentially put an end to your approach.
2. Secondly, if the prospective client truly has no need for the product or service you are offering, this objection may be considered conclusive to your sales presentation.

If an objection can be removed from the conversation between you and your prospect, the resistance will begin to break down as the proposition automatically becomes more attractive. From this point, a genuine requirement and desire for the product on offer is easily identified, enabling you to make your approach more effective and tailor-made to suit the client’s needs.

However, a clear distinction needs to be made between a genuine objection versus excuses and postponements. These should not be handled as if they were objections because, by doing so, you are effectively creating an obstacle. There are real instances where a client will ask for a postponement or will provide a legitimate excuse – but these are generally easily identifiable. Most other excuses are a polite effort on the prospect’s behalf to end the sales presentation and to make an exit.

By accepting the excuse you have enabled the prospect to accomplish his or her purpose. There is a natural tendency for a prospect to become defensive when they realize they are being approached by a potential sales pitch. But if you are able to courteously side-step the excuse or postponement, about 99% of the time a prospect will not pursue his excuse any further, allowing you to present your proposal without any resistance.

When a client makes an honest objection, it is in your best interest to eliminate the objection. If a client’s concerns are addressed, their confidence in your knowledge and in the value of the product will grow. In that light, if we can use such objections to our advantage then only the real obstacles need to be addressed further.

There really are only three such obstacles that could further prevent a sale:

1. The prospect lacks clear understanding of the product or service you are offering
2. The prospect’s current lack of resources available for buying
3. The prospect’s inability to make use of the product to his benefit

If a prospect doesn’t fully comprehend the proposition that you have presented (WIIFM), your efforts to continue to sell him will be fruitless. If you’re able to identify this obstacle, you need to become an educator to your client and clarify any issues surrounding the product or the proposition. Once there is an understanding, you’re able to proceed with your presentation.

If there is a lack of available funding on the prospect’s part your efforts to continue selling would be unfounded, unless you were able to assist or advise in getting the necessary funds. A pause in the sales process in order to address the financial implications is necessary, until the issue is resolved. If the funds have become available you are able to continue your presentation.

If the obstacle presents itself whereby the prospect lacks the capability of using the products to his advantage, you need to see if you can change the prospect’s circumstances and eliminate the obstacle, before being able to proceed with the sale.

But if there is genuinely no need for the product then continuing the sale is futile. The objective at this point would be to attempt a new sales approach. Failing that, any effort to sell should be abandoned and a new prospect sought for a new sales presentation.

An alternative scenario is that the client has not yet recognized his need for the product.  If you’re able to identify a need that would make your product useful to the prospect, you should point this out to him in the hope that he realizes the benefits attached to making the purchase.

In handling any objection, always try to draw out the client’s reasoning in order to gain an understanding of his situation. A skilled and well-trained salesperson will be able to gather a certain amount of information about the prospect just by communicating effectively with him.

If you start preparing your responses to the most common objections you hear, you will be able to successfully remove any obstacle that may hinder the closure of your sale.

The difference between excuse and objection is a post from: The Science and Art of Selling by Alen Mayer

In order to understand the cause of a lost sale and to find ways of overcoming these in the future, it is necessary to make a careful analysis of the factors that come into a potential sale:

1. The Salesperson
2. The Product or Service
3. The Prospect

The Salesperson

-    I didn’t pay enough attention to my service delivery

As the salesperson, top-notch service and attentiveness is par for the course. You cannot expect to woo a prospect and then obtain his business if you pay no attention to the details of your dealings with him. Even the finer points make a difference, such as keeping your appointments and being on time, EVERY time! If your service delivery is poor before you’ve even met with the prospect he probably expects it to become even worse once he’s purchased your product. Your prospect will be inclined to head for the hills before he’ll commit to a contract with you.

-    I couldn’t control my frustration when the prospect kept me waiting

Patience and self-control are admirable and indispensable tools that you will need in order to maintain high levels of service. The business that you don’t get today might just come through to you tomorrow, as long as your prospect has been impressed by your knowledge, dedication and professionalism.

-    I didn’t have a good understanding of the prospect’s business or his needs

When it comes to success in selling, first-class service is an absolutely essential part of the deal. This includes being prepared for your prospect in every possible way by understanding his business and his potential needs, before you even meet with him. It will prove to be a great asset to your selling pitch if you can demonstrate a high level of understanding surrounding your prospect’s particular requirements. This will ensure that your approach is appropriate and that the talking points are pertinent to his business.

-    I was not well-prepared for the meeting

Conduct yourself properly at all times, demonstrating the fact that you are well-prepared for your meeting. When you’re unprepared, you may tend to ramble and talk about points that are not at all applicable to the prospect’s situation. He will lose interest and he may also wonder as to your level of expertise, if you have not managed to understand his business sufficiently.

-    I dropped my professional guard and tried to be too friendly with the prospect

Each of us is different and will tolerate familiarity in varying degrees. It is only appropriate to enjoy a professional relationship where you conduct yourself respectfully and from a polite distance, at all times. Unless there is an invitation from your prospect on a social basis, it’s never wise to become his friend when you’re dealing with a business situation.

-    I’m not particularly enthusiastic about the product that I sell

You MUST be enthusiastic about your product. If you are not enthused, how can you expect others to be? Also, if you’re not interested in the product yourself, you’ll have no desire to learn more about it and will be ineffective at sharing that information with potential buyers.

-    I couldn’t answer the prospect’s questions

If you are unprepared and do not know your product well enough, you will be unable to answer your prospect’s questions or even understand his needs. In order to sell a product effectively, you need to understand it thoroughly and believe in its value.

- I bullied the prospect into listening to my sales pitch

It’s your duty to educate the prospect on the finer details of your product and all its features and benefits. You also need to LISTEN to his concerns so that you may address them effectively and be an asset to the process of discovering his ultimate business solution, as opposed to “just another salesperson”.

-    I frequently repeated my statements

Repetition is sometimes necessary and can be of great value, when properly used. But to do so too frequently only displays a lack of training and an indefinite plan of presentation. It can also indicate a loss of self-control. If you’re well-prepared, you will use repetition as a tool to highlight noteworthy points, instead of rambling while you try to find your place.

-    I couldn’t identify the appropriate time to close the deal

You need to constantly keep your finger on the pulse of the deal and be ready to close the deal at the critical moment. Always be aware of where the meeting is heading and take control of how the discussions pan out. If you’re a step ahead at all times, you will be prepared to seal the deal when the critical moment occurs.

As the salesperson, you are the driving factor of the sale. Your strength and determination in closing the deal will ensure its success or failure. Being properly prepared to meet your client’s needs gives you the strength that you need to address the deal successfully.

Don’t simply be the force behind the sale. Be an EFFECTIVE and EFFICIENT force – and ensure your success. Most importantly, CONNECT with your client. Nothing can work on a broken connection.

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Over 30 tips and ideas are included in my special report “3 reasons why you lose a sale… and what to do about it!” to help you be better equipped for your next sales presentation.  Get this special report now!

The Lost Sales – Causes and Remedies is a post from: The Science and Art of Selling by Alen Mayer

It is not true that new products are manufactured to supply the demand.

There is no demand. Both the demand and the goods have to be manufactured. The public has always held fast to its old-fashioned discomforts, until the salesperson persuaded it to let go.

• There was no demand for the Railroad, and for years many people believed that thirty miles an hour would stop the circulation of the blood.
• There was no demand for the Steamboat, and when Brunei drove the first boat by steam on the Thames, he became so unpopular that the London hotels refused to give him a room.
• There was no demand for the Sewing machine, and the first machine that Howe put on exhibition was smashed to pieces by a Boston mob.
• There was no demand for the Telegraph, and Morse had to plead and beg before ten Congresses before he received any attention.
• There was no demand for the Air-brake, and Westinghouse was called a fool by every railroad expert, because he asserted that he could stop a train with wind.
• There was no demand for Gas-light, and all the candle-burners sneered at Murdoch for trying to have a lamp without a wick.
• There was no demand for the Reaper, and McCormick preached his gospel of efficient harvesting for fourteen years before he sold his first hundred machines.

No, it is not true, as learned theorists have said that every great invention springs into life because it is demanded by the nation. It springs into life and nobody wants it. It is the Ugly Duckling. Everybody prefers dollar to it, until a few salespeople take it in hand and explain it.

• When Frederick E. Sickles first exhibited his Steam steering-gear, all the sailors looked upon it with contempt. “Nobody seemed to take the slightest interest in it,” wrote Sickles.
• When Charles T. Porter first showed his High-speed engine in England, it was not taken seriously by anyone. “My engine,” says  Porter “was visited by every engineer in England and by a multitude of engine-users; and yet in all that six months not a builder ever said a word about building neither it, nor a user said a word about using it. I was stupefied with astonishment and distress.”
• When Bell first showed his Telephone at the Philadelphia Centennial, it was endorsed by the greatest scientists of America and England. It was tested and proved. But the average man called it a “scientific toy” and refused to either use it or finance it. Bell preached telephony for years before the public bought it.

When the new product has been perfected and produced, the manufacturer must step back and make way for the salesperson. The salesperson can’t invent. A sales mind is not in-growing but out-growing. They aren’t manufacturers. Whenever they have tried it, the costs go skyward. But they know how to interest and convince the public.

The truth is that we, salespeople, have done more for progress and civilization than anyone imagines.

We have done more than all the colleges to develop the peasantry of Europe into enterprising American citizens.

We have transformed the “Man with the Hoe” into the person with the computer.

We have given to general public the radiator for the fireplace, the automobile for the push-cart, the computer and voice recognition for the quill pen.

We have put more comforts into everyone’s homes than the king used to have in his palace.

The main thing in selling is to make people want to buy. A selling atmosphere must be created, and if you fail to do that – you will not sell. Simple as that. The professional salesperson makes the customers realize they want what is being offered.

Continue reading in depth on creating the demand: Are You an Order Taker or an Order Maker?

Make People Want to Buy is a post from: The Science and Art of Selling by Alen Mayer

Consequently, through unorganized, hit-or-miss methods, his cost of selling is high simply because his methods are not as efficient as they should be.

This does not mean you shouldn’t use your instincts and training well. But it does mean that your sales assumptions must be based in a finding of facts, not guesses.

Using the dart game in the sales profession can lead to failure. You have limited time on your sales call to a prospective buyer and your darts must hit their mark. It’s even more crucial when you use the phone for your sales prospecting activities: many telephone sales calls miss their mark as being off-the-shelf calls that aren’t developed with a specific buyer in mind. Dartboard selling is a quick way to go broke.

Top notch salespeople advise that 75% of a successful sale is due to the pre-flight work. You must make sure you know what direction you want to go in, and you have to ask precise questions that will lead you to confirm needs you recognized through trigger events. You must know what direction to fly before your takeoff.

Most sales people out there are making a huge mistake meeting (or talking over the phone) with their clients unprepared. They think it is enough to schedule the meeting and they will work their magic and close the deal. They will try to break the ice with the customer by talking about the stuff in his office. Then the next misstep is to ask a few questions and not even wait for the answers, but to start with the same old sales pitch.

This kind of salesperson knows all the answers and few features and benefits later they will ask for the business. After hearing few “No’s” from customer they may give up and leave the office with the promise of a follow up a few days later. Unfortunately, the down side is that the customer will probably never return their calls.

Big number of sales people doesn’t take the time to have a conversation with their customers, because they assume that every other customer is like all the others. You will discover that your previous assumptions in sales were fatal many times. Keep those times in the past. It was necessary for you to learn a lesson every salesperson needs to learn, and now is the time to grow and develop your skills and knowledge. You will do so in developing your knowledge about trigger events. It is time to replace assumptions with research.

When you start learning how to recognize trigger events, rather than trying to assume or guess at them, will not only enhance your professional sales career and knowledge, but will increase your sales savvy to what the customer needs.

It is mind-boggling to receive a sales telephone call and the caller spits out a menu of mechanical words. The customer isn’t even, it seems, invited to be part of the conversation. It’s all about the need of the seller. Now when you contact your customers with information collected from recognized trigger events, you will have right questions to ask them, and all you need to do is listen to their answers and reshape your presentation accordingly.

Start with understanding customer’s actual situation and have their needs on your mind, but also find the way to put them on the market by making them realize their yet uncovered needs.

I hope you realize how often you barked up the wrong tree in your prospecting activities, talking to companies without the real need, following up and leaving numerous messages to someone who doesn’t see the value in your product. It is time to move on. Of course, at one time when we were starting sales, we all may have wasted our time that way, calling people from the long list of unqualified prospects we got from our manager, simply because they were in our territory or vertical market.

Now you will have a very powerful tool to change your approach to selling.

You have to understand the positioning of the company, what are they needs, does not matter if they are hidden or visible to public eye.

You need to do this ahead of the first contact as part of your trigger events research. You have to know the customer’s situation better than perhaps they know it, because at the time of presentation of your product, you will have their needs on your mind and prepare your sales presentation accordingly to information you hold.

Think value. Give to the customer what they ask for; give them what they need and more, drive the conversation to the customer’s wants and needs.
Impress them with the depth of your understanding of their position on the market and recent events that can trigger buying process, and they will sign on dotted line.

Very often you can hear how selling is a form of art, how sales people need to be creative and use their imagination, but I am not agreeing with that – sales is more science than anything. Yes you can use imagination and creativity, but after using tools available to you. With the proper tools and techniques you’ll replace guesswork with success.

Even if your company does not have automated system to generate new leads for you, when you learn more about trigger events, you will be able to find your next customer by your own. This will send the message to your manager that you care about your job and you really want to develop your career further, without waiting for someone.

Becoming best in team is an achievable goal and your self-confidence is growing as you establish a competitive advantage towards your colleges and towards your competition.

You don’t need to use old sales excuses anymore, like “territory is too small”, “need more training”, “inadequate sales tools”, “marketing provides no leads”, “we are over priced” etc.

Numbers of sales people who lose their jobs or miss their quota each year are not really important to you anymore, because you are more confident that you know what you doing in your sales role and all thanks to getting new customers from trigger events.

Now you are becoming a real Sales Professional. And it is a good feeling having control over your sales career, isn’t it?

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Get the book Trigger Events today and start selling to new customers tomorrow!

Hit or miss doesn’t work in selling is a post from: The Science and Art of Selling by Alen Mayer

Interest is usually lacking for one of two reasons — either you have not secured your customer’s attention, or your argument or selling pitch or presentation is not the best.

If you believe your argument or selling talk is failing to arouse interest, you must investigate the cause.

This could be one of the following:

1. Your proposition actually has no interest for the customer and for good reasons can have none. If this is the case, the sooner you find it out, the better for you both. A salesperson, however, should be very careful about giving up on this supposition. There is a constant temptation to believe it is impossible to interest a customer, when as a matter of fact, the whole fault lies with the salesperson.
2. You do not understand your customer and are not grasping the things that will be sure to interest him.
3. You are not describing your products or services in an attractive, intelligent way.
4. There is something objectionable about you as a salesperson.

In short, you will see that unless the fault is of the first point mentioned, it lies in your failure to understand and make the most of either one of the three factors of the sale: the product, the customer, or the salesperson.

It is very natural when the salesperson is putting up the best talk he knows how, and knows that his products are right, that he should believe that the fault lies with the buyer.

The fault is rarely with the buyer.

While it may be true that certain ignorant buyers will hurt their own interests rather than purchase from a certain salesperson, the reason for this is always to be found in some matter connected either with the salesperson or his products in a direct or indirect way. If the customer will not buy a certain new style of products, it may seem that it is the prejudice of the customer that makes the sale impossible; but the thing that really makes the sale impossible is that the salesperson does not know how to overcome this prejudice.

In short, it is wrong for the salesperson to blame his failure upon the buyer. He can’t properly excuse himself for the failure to make a sale by merely saying, “I could have sold it to him, if he had had any sense.” The salesperson must take the customer as he finds him.

More about how to awake interest on buyer’s side in my next article on this blog.

Why there is no interest on buyer’s side? is a post from: The Science and Art of Selling by Alen Mayer